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Biomedical subjects

E D Lister

Publications and source records attributed to E D Lister.

12 recordsLinked to original sources
PubMed1996

Consulting--Part 1. Why consultations fail.

The first article in this series describes a research project--a survey of more than 300 physician executives. Asked to share their personal experiences of unsuccessful consultations, our correspondents painted a picture of what can go wrong when organizational consultants enter health care systems, and described the lasting destructive sequelae to failed consultations. The two issues responsible for most failed consultations were the intrusion of internal politics into the consultation process and the failure to clearly establish and maintain consensual goals. Part 2 of this series will explore the consultation process from a different perspective, examining the issues that often trigger requests for consultation services and the dynamics that can foreshadow success or failure before consultants are even engaged.

Attitude of Health Personnel↗
PubMed1996

Consulting--Part 2. The art and science of using consultants.

Part I of this series described a research project--a survey of more than 300 physician executives. Asked to share their personal experiences of unsuccessful consultations, our correspondents painted a clear picture of what can go wrong when organizational consultants enter health care systems, and described the lasting destructive sequelae to failed consultations. The two issues responsible for most failed consultations were the intrusion of internal politics into the process and the failure to clearly establish and maintain consensual goals. In Part 2, the consultation process is explored from a very different perspective. What are the issues that often trigger requests for consultation services, as well as the dynamics that can foreshadow success or failure before consultants are even engaged? What are the pitfalls and pointers for the successful use of consultation services?

Consultants↗
PubMed1988

The negative therapeutic reaction: the uses of negation.

The negative therapeutic reaction can be used as a lens illuminating issues of psychoanalytic technique and therapeutic change. Its paradoxical development is examined within the context of current controversies involving the concepts of borderline personality organization and empathy. Negative therapeutic reactions are seen to reflect, among other failings, the failure of theory to "contain" dialectical tensions between self and other, subject and object, health and illness. Greater theoretical sophistication can point the way toward vigorous and more hopeful therapeutic engagement of these challenging reactions.

Borderline Personality Disorder↗
PubMed1982

Forced silence: a neglected dimension of trauma.

The author describes one specific facet of the psychological trauma attendant upon physical violence - the implications of the victim's forced silence about the event. This prohibition of communication, enforced by some implicit or explicit threat, constitutes a secondary trauma of enormous import and has been ignored in the literature. Exploration of this concept can sensitize therapists and point the way toward empathetic and effective intervention.

Adult↗
PubMed1978

The process of criminal commitment for pretrial psychiatric examination: an evaluation.

The authors examined the records for 1975 of 87 pretrial commitments to Worcester State Hospital under a 1971 revision of the Massachusetts law regarding such commitments. They also compiled statistics on all admissions to the hospital for 1966-1975. They found that only 2 of the 87 pretrial commitments resulted in a final court disposition of commitment and that pretrial commitments increased during 1972-1975 in contrast to a decrease in other kinds of admissions. On the basis of these findings the authors suggest that serious attention be paid to arguments that pretrial commitment serves to control and sequester deviants. Dr. Alan A. Stone comments on the authors' presentation.

Adolescent↗
PubMedDate not supplied

I can't believe they think I'd....

Many physician executives experience a personal jolt as they move to work in a very different relationship with their colleagues. What happens? How can we understand this phenomenon? What can we do to minimize the personal toll so often exacted by the transition to leadership? This paper will focus on these essential questions. The inevitable discomfort encountered during this learning curve, which can last from two months to two years, often comes as a surprise. Many physicians who have been elevated to leadership positions because of their success and interpersonal acceptance, have not had to struggle with this sense of being "a fish out of water" since very early in their professional careers. Unless there is someone in place to reassure and mentor, the resulting confusion can be quite unnerving, resulting in reflex defensiveness.

Attitude of Health Personnel↗
PubMedDate not supplied

The annual meeting: regulatory obligation or lifeline to the future?

Usually dreaded, annual meetings can provide a crucial, powerful, but often neglected context for reviewing the "vital signs" of a group practice: mission, membership, marketplace strategy and infrastructure. We propose that regular and thoughtful attention to essential issues of cohesion and effectiveness significantly increases the likelihood of group vitality and group member satisfaction. We suggest a methodology for embedding these essential conversations into the ritual of the annual meeting.

Attitude of Health Personnel↗
PubMedDate not supplied

From advocacy to ambassadorship: physician participation in healthcare governance.

Increasingly, physician leaders are called upon to assume governance positions in healthcare organizations. These range from small group practices to integrated systems with a regional or even national presence. Yet the meaning of board membership and the skills required for effective contributions in the boardroom are often unclear. This article reviews the essential challenges to governance bodies in the healthcare field, and focuses particularly on the issue of ambassadorship--an often neglected but essential aspect of effective board participation.

Conflict of Interest↗